homeplace living supports inc. annual general meeting and reports october 5th 2016 ·...

of 15

HomePlace Living Supports Inc.

Annual General Meeting and

Reports

October 5th 2016

HomePlace City to Bay Fun Run team Sunday 18 September 2016

We acknowledge that this land on which we meet is the traditional land of the Kaurna people. We pay respect to elders past and present. HomePlace embraces the cultural diversity of all

people connected to our community.

of 15

CONTENTS:

Agenda

Board of Management

Minutes of

Annual General Meeting,

2015

Chairperson’s Report

Annual Report

Financial Reports for 2015 – 2016, and

Budget for 2016 – 2017

Audited Financial Statements

of 15

Annual General Meeting

Wednesday 5th October 2016 at 6:00 pm

AGENDA

1) Welcome and acknowledgement of the Kaurna people, the custodians of the

land we meet on: Mr Kim Thorpe

2) Apologies: (read by Mr David Calvert)

3) Minutes of 2015 Annual General Meeting

4) Presentation of Annual Reports

(a) Chairperson’s report: Mr Kim Thorpe

(b) Annual report: Ms Shirley Paterson

(c) Financial report: Mr Braden Naylor

5) Appointment of Auditor

(a) Peter Hall is available to continue as Auditor for the 2016/17 financial year

6) Presentation of the amended Constitution of HomePlace Living Supports

Incorporated.

7) Membership of the Board of Management

(a) Retired members:

(i) Alexandra Christopher

(b) Continuing members:

(i) Maree Hollard

(ii) Leslie Wightman

(iii) Edgar DySylva

(c) Election of Board members: in accordance with the Constitution, there are 5

(five) vacancies occurring, and the following have offered themselves

available for election/re-election;

(i) Braden Naylor (election)

(ii) Vince Mazzeo (re-election)

(iii) Kim Thorpe (election)

(iv) Denice Whardall (election)

(v) Nominations received for election of Sunita Miranda and Jodie

Custance to the Board

8) Other Business

9) Close and supper

of 15

Board of Management of

HomePlace 2015-2016

Ms Maree Hollard Community Representative

Ms Leslie Wightman

Community Representative,

Deputy Chairperson

Mr Vince Mazzeo Community Representative

Mr Edgar D’Sylva Community Representative

Mr Braden Naylor Co-opted member and

Treasurer

Ms Alexandra Christopher Co-opted member and

Secretary

Ms Shirley Paterson CE & Public Officer

Mr Kim Thorpe Co-opted member and

Chairperson

Ms Denise Whardall Co-opted member

Non-members:

Mr David Calvert Administrative Support

of 15

Minutes of Annual General Meeting

Individual Supported Accommodation Service Inc.

Held on: Monday, 28th September 2015

At the Domiciliary Care Training Room, Woodville

6:00pm AGM commenced

1. Present

Name Organisation Name Organisation

Judy Wild ISAS Staff Pam Salter Friend of ISAS

Monica O’Wheel Friend of ISAS Valerie Fraser Friend of ISAS

Vince Mazzeo Board member Lina Thorpe Friend of ISAS

David McGregor Friend of ISAS David Leitch Friend of ISAS

Julie-Beth Chomel Friend of ISAS Trevor Cahill Friend of ISAS

Kathleen Lawless ISAS Staff Deborah Aust ISAS Staff

John Jacobs ISAS Staff Vicki McCubbin-Myles ISAS Staff

Patrick Footman Friend of ISAS Leonie Murphy Friend of ISAS

Cheryl Medlen Friend of ISAS Margaret D’Sylva Friend of ISAS

Patricia Knight Friend of ISAS Margie Reichstein Friend of ISAS

Gabi Buchmann Friend of ISAS Braden Naylor Board member

Matt Downing Friend of ISAS Gavin Haese Friend of ISAS

Rachel M Friend of ISAS Shirley Paterson ISAS CE

Colleen Bennett Friend of ISAS Leslie Wightman Board member

Helen Wegner ISAS Staff Maree Hollard Board member

Kim Thorpe Board member Peter Banjac Friend of ISAS

Marlene Munro ISAS Staff Shonah Boynton ISAS Staff

David Higgs Friend of ISAS David Calvert ISAS Staff

Edgar D’Sylva Board member Denice Whardall Board member

Nicholas Urbon Friend of ISAS Denise Tyrell ISAS Staff

Salvatore Mazzeo Friend of ISAS Phill Ashby ISAS Staff

Walter Elliot ISAS Staff Siva Shivamputra ISAS Staff

Lisa Jenkins ISAS Staff Brenton Chomel Friend of ISAS

2. Apologies

Name Organisation Name Organisation

Angela Gregory accountant Katy Knight Friend of ISAS

Kerrie Ashcroft consultant Di Hissey Friend of ISAS

Megan Starr staff Svitlana Ilovaiska staff

James Richards Friend of ISAS Judy Sage Friend of ISAS

Angela Keneally Mayor Charles Sturt David Hodgetts Friend of ISAS

of 15

3. Welcome

Leslie Wightman as Chairperson acknowledged that we meet on Kaurna

land, and welcomed everyone to the AGM – clients, families, Staff, Board

Members.

4. Recognition of Serving Board Members

Leslie Wightman acknowledged the ISAS Board members who served the

Board of Management for the previous 12 months, and thanked all of them

for their time and efforts in guiding ISAS.

5. Minutes of 2014 AGM

Minutes of 2014 Annual General Meeting of ISAS held on 27 October 2014

were accepted as a true and correct record.

Moved by Edgar D’Sylva, seconded Maree Hollard, carried.

6. Presentation of Reports

Chairperson’s Report – Leslie Wightman

Leslie Wightman spoke briefly to her report, highlighting the following;

o ISAS is a community based organisation originally set up by a group of

parents, and is now in its 26th year of operation.

o ISAS has great values and can feel confident that the recent changes

in membership will continue to provide stable governance.

o Recognition of the efforts of both Peter Lumb and Carol Johnson, both

of whom resigned from the Board in 2015.

o Leslie noted with pride the contributions made by Peter Lumb in his

time on the ISAS Board, especially Project Green, which is creating

more comfortable living habitats as well as ensuring environmental

sustainability.

o A welcome to new Board members Braden Naylor, Kim Thorpe and

Denice Whardall.

o The challenge of raising our organisational profile, which will include a

new name which will fit with “who we are and what we do.”

Annual Report – Shirley Paterson

Shirley Paterson presented and read out the 2014/2015 Annual Report to

the meeting.

Treasurer’s Report – Braden Naylor

The financial records were audited by Peter Hall – Chartered Accountants.

Braden Naylor introduced himself as Treasurer, and paid respect to all who

work and support the objects of ISAS. Braden then gave a brief summary

of the key indicators within the Financial Reports, and invited questions

from the floor;

o No member of the Board or their family have received any

financial benefit or payment from ISAS as a result of their

of 15

association to the Board.

o The financial reports provided to the Auditor were considered by

the Board to provide a true and accurate representation of the

financial performance and position of ISAS for the financial year

ended 30 June 2015.

o That the Board has every confidence that ISAS is able to meet it’s

financial obligations for the coming financial year in the normal

course of business.

Moved by Margie Reichstein, seconded Maree Hollard that the Audited Financial

Statements as presented in the ISAS Annual Report 2014/2015 be accepted;

carried.

7. Appointment of Auditor

Peter Hall – Chartered Accountants has advised that he is available to be

the auditor for ISAS for the financial year 2015/2016.

Moved by David Higgs that Peter Hall – Registered Company Auditor; be

appointed as Auditor for Individual Supported Accommodation Service Inc. for

the financial reporting period of 1 July 2015 to 30 June 2016, seconded Helen

Wegner and carried.

8. Membership of the Board of Management

Leslie Wightman informed the Meeting that the following were continuing

Board Members;

o Vincent Mazzeo

o Shirley Paterson – Executive Officer ISAS

Co-opted members: (clause 3.1.3; Not more than 2 persons as required by

the elected Board members, to further Board deliberations, for a period of

not more than 24 months).

(i) Braden Naylor (replacing Joanna Connolly)

(ii) Kim Thorpe (replacing Carol Johnson)

Co-opted members: (clause 3.1.4; Not more than 2 persons co-opted by

the Board subsequent to the Annual general meeting, for a period of not

more than 24 months, after taking into account the need to provide the

Board with expertise in management and service delivery).

(i) Denice Whardall

There are 4 (four) vacancies now available on the Board of ISAS. The

following individuals offer themselves for re-election to the Board;

o Edgar D’Sylva

o Maree Hollard

o Leslie Wightman

As there were no further nominations for membership to the Board of

Management, Leslie Wightman declared Edgar D’Sylva, Maree Hollard

of 15

and Leslie Wightman duly appointed to the Board for the term of two

years. This leaves one vacancy yet to be filled on the Board.

9. Close of Annual General Meeting:

There being no other business brought forward from the floor, Leslie Wightman

declared the Annual General Meeting of Individual Supported

Accommodation Service Inc. closed at 6:45 pm, thanking all in attendance.

of 15

Chairperson’s report – HomePlace: October 2016

It has been an exciting year as chairperson of the Board at HomePlace. The Board

has the responsibility of providing direction for this organisation, and for making sure

that it runs well now, and in the future. I am pleased to say that HomePlace is

currently very healthy, and in great hands.

When I joined the Board, we had the name I.S.A.S. The world is constantly changing,

and recently that name took on an alternative meaning – one that conjured up

images of violence and hatred: not what we represent. In light of this, and of the

impending challenges of the NDIS, the Board decided to change our name. Shirley

and I met with a company that specialises in communications, and we started on the

journey to find a new name. Many of you were at the launch of the new name and

brand of HomePlace, and it was a proud day for this organisation.

HomePlace is in a healthy state – with excellent staff, and a strong financial position.

The Board is fortunate to have Shirley as the Executive Manager, and David Calvert

as the Administration Finance Manager both of whom have provided excellent

support to the Board. Shirley’s wisdom, passion, experience and leadership is highly

valued and is the reason that HomePlace is as strong as it is today. Shirley’s

leadership will be a critical factor in HomePlace’s journey in the next few years.

I would like to say thank you to my fellow Directors, who volunteer their time, passion

and energy to ensure that HomePlace has sound direction and governance. This has

included not only attending meetings in the evening, but also workshops on

weekends. They give up their time enthusiastically and willingly – and deserve a big

thank you.

The NDIS is making sweeping changes to how services are defined and delivered

across Australia, and this will impact us next year. As the Board, our responsibility is to

position HomePlace to ensure that it continues to provide high quality, person-

centred support in the decades to come. This means working hard at planning and

responding to the new environment that we will be in next year. To do this, the Board

is developing a strategic plan that prepares HomePlace for sustainable growth and

success.

A recent review of the HomePlace Board recognised that the Directors work well

together, and that there are healthy relationships between the Board and the

Executive Manager. It is refreshing to hear that the positive feelings around the Board

table have been validated. The review recognised that while the Board has made

improvements in its governance and professionalism, it is essential the Board continue

to make further improvements to ensure HomePlace’s long term sustainability.

A clear message from the review was that we need to build the capability of the

Board for the next part of the journey. The environment in which we will be working is

more commercial and we need the appropriate skills to lead HomePlace through the

next few years. So there will be some new faces on the Board. Please welcome

them, as their experience, skills and knowledge will make a significant contribution to

building Homeplace as a strong, sustainable organisation that can continue to

provide excellent person-centred support and is a great place to work.

Kim Thorpe – Chairperson of HomePlace Living Supports Inc.

of 15

2016 Annual Report

Issues of disability affect power relations in the most intimate of places-the home.

The most critical aspect of living a life with disability is having a voice in the place you

call home and defining the meaning of your own life such that no human being feels

less because of the way they are different.

A Voice in the Place I call Home.

Elizabeth Kamundia

The 2015-2016 year has been a busy one for us and there has been a lot of activity on

many levels.

We complete this year with a new name, HomePlace, improved website1 and a

renewed sense of purpose and achievement.

Our journey to HomePlace took some time and a lot of thoughtfulness. After the

Board trying to rename the organisation in a positive and creative way we finally bit

the bullet and contracted some experts to help us out.

Our thanks go to Fuller for the name and brand materials, to Quisk for the rebuilt

website, Tom Roschi for the photography and Rumpus and Co. for the video (which

you’ll see on our website).

Behind these very creative people was the team from HomePlace: Kim Thorpe, Leslie

Wightman, David Calvert, Vince Mazzeo, Alex Christopher, Deb Aust, Julie Cronin and

Yvonne Clarke.

This very diligent team helped explain to Fuller the purpose of HomePlace, our

relationship to the people we serve, how we deliver our services and the benefits of

our service to our participants.

Our appreciation is also extended to Tricia Knight, Gavin Haese, Paula Alarcon and

Pam Salter for the use of their lovely images on our banners and for their generosity in

opening their homes for the photo and video shoot. Also, to Brenton Maxwell, Deb

Aust and Julie Cronin for their support to these participants during this time.

We celebrated the HomePlace brand with a highly successful launch on Friday 6th

May, 2016.

So in these highly volatile times what does HomePlace stand for? What did we learn

from the branding experience where we needed to focus specifically on what we

offer, what benefit this offer is to the customers of the agency and how we are

differentiated from other similar services.

In focus discussion groups within HomePlace people spoke strongly and passionately

about its values.

We work in changing times and the values that connect us help us create guiding

principles that drive behaviour and action. Our values are our compass and will help

guide the perspective of the organisation.

1 www.homeplace.com.au

http://www.homeplace.com.au/

of 15

So if we are guided by our values we are guided in the direction of the questions we

ask:

Are we a trusted companion to the people we serve as they manage the

challenges of adult life?

Are we genuinely useful to our participants?

Have we respected their journey?

Have we celebrated all the small but important markers of success?

Have we kept a highly personalised approach to individual circumstances ?

Are we resilient when things don’t go the way we had hoped?

Will these HomePlace values guide us into the future?

Preparation for transition to the National Disability Insurance Scheme. (NDIS)

The transition to NDIS for the people supported by HomePlace will begin in earnest in

July 2017.

Perhaps most challenging for everyone will be the internal and external cultural and

operational challenges ahead and the reshaping of how supports to individuals with

a disability are delivered.

The HomePlace Board will be driving the strategy for transition to the NDIS and for the

sustainability of HomePlace into the future. The Board has completed a risk

assessment and recently a Board review and is positioning itself for the challenges of

the future.

The Board has commenced the preparation of the next strategic plan so we are in a

position to respond to both internal and external issues.

Critical to the transitions of the future will be the capacity of HomePlace to be able to

articulate clearly our strengths and to be able to sustain these in the new

environment.

We have been a resilient and purposeful organisation in the past and there is no

reason this should not stand us in good stead in our future. This won’t be achieved

lightly however and will need a significant degree of strategic thinking and planning

to be resourceful and successful.

There are financial challenges ahead. We have moved from group funding to

individual funding under the state agreement however we still benefit from the funds

being delivered by a grant in advance. It will be a huge change for itemised supports

to be paid individually and in arrears. For a transition to this style of payment to be

sustainable we will need to clearly understand our services costings, break –even and

sustainable income and working capital. We will need to operate with a lean

infrastructure while we establish the working arrangements that allow us to be

sustainable into the future.

Critical to our success will be the right people with the right skills. We’ll need a flexible

and responsive workforce and a larger variety of skill sets that we had before.

We’ll need to improve our IT capacity and our marketing and business skills and to

develop flexible and easy to use business systems. Potential customers need to know

of 15

who we are, how to find us, what we deliver, how we deliver it and how much it

costs. Our outcomes will need to be responsive and consistent.

These internal developments will need to occur in the context of the culture that we

want to sustain.

The 2013-2016 HomePlace Strategic Plan had the following strategic direction and

priorities

Direction:

We will develop and deliver a range of Flexible and responsive approaches to

people’s needs.

We will successfully meet the challenges and changes introduced by the NDIS

Priorities:

To offer a quality support service and measure the positive outcomes this has

on the lives of people we support.

To deepen our knowledge and skills in person centred thinking, strategies and

literacy throughout HOMEPLACE,

Ensuring a thriving and sustainable organisation.

Our leadership management and organisational systems support our work,

are clear and accountable and increase service quality.

This plan had 4 pillars: Individuals and Families, Staff, Organisation and Board.

Over the last 3 years our plan has been to develop person centred literacy

throughout HomePlace. As part of this literacy we hope to be able to better track

individual outcomes for participants and sustainable outcomes in service delivery for

the organisation.

Participant feedback is extremely important for us to be able to measure whether we

are genuinely useful to people and whether we have met desired outcomes. To help

gather effective feedback a consultant has been engaged to meet and talk with

participants and their families. This approach of gathering information from

conversations (appreciative inquiry) began in July and will be completed by April

next year. This feedback will help us make our service more responsive and help

participants have a stronger voice.

A flexible and skilled workforce with the right people and the right skills has been an

important outcome of the second pillar of the strategic plan. Over the last couple of

years we have restructured the coordinator role to enable supports to participants to

be better coordinated, and staff to be better led and supported. As part of our

preparations for the future we have engaged a Human Resources consultant to assist

HomePlace with strategic HR planning. As part of this process we are currently

undertaking an employee feedback survey and feedback interviews. We have also

reviewed our recruitment processes to ensure more targeted outcomes.

HomePlace will need a comprehensive plan to address the organisational impact of

the NDIS. We have been mapping the number of hours we will need to be

sustainable. We have been exploring potential information, communication and

technology strategies in our quest for flexible and easy to use business system. It is

going to be one of our biggest challenges to really develop business systems that

of 15

work for us. Having said this we are not the only service provider with this issue. We

have ongoing issues around succession planning and having the organisational

flexibility to meet the challenges ahead.

We have recently employed a project manager to steer the NDIS transition for

participants and staff and to provide feedback on optimal organisational systems

and structures.

The final pillar of the strategic plan is related to Board functioning and the need to

have a strong diverse and skilled Board to steer the direction of HomePlace. The

Board recently contracted an external consultant to provide a Board review and

recommendations to the Board. Board members have attended training on Board

governance and NDIS preparation and updates, have updated the risk register,

reviewed the constitution, developed more in depth financial reporting and recruited

additional Board members.

It’s an exciting year ahead and it is the intention of HomePlace to be in the best

position possible to assist participants in every way possible and to move forward in

strength.

Shirley Paterson – Chief Executive Officer

Keep your thoughts positive because your thoughts become your words

Keep your words positive because your words become your behaviour

Keep your behaviour positive because your behaviour becomes your habits

Keep your habits positive because your habits become your values

Keep your values positive because your values become your destiny.

- Mahatma Gandhi

of 15

Treasurer’s Report

AGM – October 2016

The financial health and ongoing financial viability of HomePlace is a key

responsibility of the Board.

The Financial Report for the year ended 30 June 2016 shows HomePlace in a sound

financial position, with sufficient resources to continue to provide services to the

people we support into the future.

The Financial Report has been audited by Chartered Accountant Peter Hall, with no

issues identified.

The report is made up of four main elements. The first are written assurances that the

reports are accurate and that HomePlace is a going concern. The second is the

income statement, which shows what we earnt and spent. The third is a balance

sheet, which shows what we own and owe. The fourth are notes, which provide

further detail to the report.

The report shows an operating surplus of $177,632 for the year ended 30 June 2016

and increases in both our assets and accumulated funds from the position last year.

This is a significant achievement given the costs and uncertainties HomePlace is

facing now and into the future.

In particular, the transition to the National Disability Insurance Scheme will represent

financial challenges for HomePlace. These include the current uncertainty and

unpredictability of the scheme regarding services to adults in South Australia, cash

flow implications of receiving payments after services are provided and the need for

more robust costing and financial systems that interface with the NDIS.

The Board believes HomePlace is well placed to meet these challenges.

Braden Naylor – Treasurer

Budget for HomePlace for 2016/2017

Income Estimates $ $

Government Funding 2,586,179

Interest 12,500

Total Income 2,598,679

Expense Estimates

Wages 2,167,187

Transport 65,486

Participant expenses 59,000

Administration 246,340

Total expenses 2,538,013

Operating Result surplus 60,666

homeplace living supports inc. annual general meeting and reports october 5th 2016 ·...

Documents